Be 100% Replaceable (at work)
If you are not 100% replaceable at work, there is a serious problem. Huh? Don’t you want to be indispensable for greater job security? Absolutely not.
Besides your strong character and masterful charm, you are better, in so many ways, if your company has put in the effort to make you completely replaceable. When you are not replaceable, the number one problem is that your company is not strategic and does not know how to scale.
To scale, companies must proactively manage their greatest resource: employees. Companies that do not proactively manage their talent are demonstrating a lack of effective strategic planning across the entire organization. Some organizations get by for a while without comprehensively managing talent because they have hired a superior workforce. However, this “getting by” won’t work once a company starts to scale.
Do you want to work for a company that “gets by” or a company that is running full-strength on all cylinders?
How do you know if your company does a bang-up job proactively managing talent, thereby making everyone in the company replaceable? Here is what to look for:
Completely Integrated, Full-Cycle Talent Management
Full-cycle talent management is the process of managing an employee's entire career within an organization from recruitment to off-boarding/retirement. It involves identifying/attracting talent, recruiting, onboarding and induction, developing, retaining, and offboarding employees. Completely integrated, full-cycle Talent Management involves intense communication and connection between all areas of Human Resources and the rest of the business. It is your Senior HRBPs that are perfectly positioned to facilitate this communication, connection and assist in setting a comprehensive People Strategy.
If your company does not have any qualified HRBPs, then the company likely does not have fully-integrated talent management. The full-cycle talent management approach recognizes that employees are the most valuable asset of an organization, and it emphasizes the need for a comprehensive and integrated approach to managing them.
This approach ensures that the organization has the right talent in the right positions at the right time, and that employees are given the necessary support and resources to be successful in their roles.
Some of the key elements of full cycle talent management include:
Talent Acquisition: This involves attracting and selecting the best candidates for open positions.
Onboarding: This is the process of integrating new hires into the organization and providing them with the necessary training and resources to be successful in their roles.
Performance Management: This includes setting goals and expectations, providing regular feedback and coaching, and conducting performance evaluations.
Learning and Development: This involves providing employees with opportunities to learn and grow, such as training programs, coaching, and mentoring.
Career Development: This involves helping employees to identify and achieve their career goals within the organization.
Succession Planning: This involves identifying and developing future leaders within the organization.
Offboarding: This is the process of transitioning employees out of the organization when they leave, retire, or are terminated.
By implementing a full cycle talent management approach, organizations can create a more engaged, productive, and loyal workforce, and improve overall business performance. If you want to work for a successful, scalable, enduring company that helps you to learn, grow, promote, have time to think and take actual PTO, make sure to observe the quality of your company’s Talent Management team (if they have one).
You may notice your company has elements of the seven items listed above - but if all of the systems are not working together - you do not have a strong, integrated, strategic Talent Management Team.
Want to take control of your own career development or want your company to improve their Talent Management system? Reach out to Kimberly@KimberlyPutmanCoaching.com.
